Compelling People

“Not only does this book tell you why people react to you as they do, it also provides specific suggestions for managing your image.  This book is a must-read for all leaders who want to maximize their influence on others.”
—Art Markman, University of Texas Professor and author of Smart Thinking and Habits of Leadership
 
“This is not just another pop-psych book: it’s the first book to capture and share the insights from all the recent groundbreaking research on how we judge and persuade each other. And it translates that into simple, practical terms anyone can use to build more effective relationships at the office or at home. I’m glad they wrote it so I didn’t have to.”
—Amy Cuddy, Harvard Business School Associate Professor
 
“Human psychology is never more fascinating than in this book. It is both serious and engaging. Kohut and Neffinger will help you to lead — and succeed — in everything from public speaking to love. This is a wonderful read.”
—Joseph S. Nye, Jr., Harvard University Professor and author of The Powers to Lead
 
“Neffinger and Kohut will blow your mind with their unified theory of everything that matters. Compelling People goes deep with an idea that will have you reexamining your instincts and opinions about everyone from co-workers and dates to politicians and celebrities.”
—Amy Argetsinger, Washington Post “Reliable Source” Columnist
 
“Thanks to John Neffinger and Matt Kohut, I now have a much greater understanding of how to better influence and connect with all the people I encounter every day. Compelling People is a fascinating, beguiling read with the potential to change your life.”
—Lynne Olson, author of Those Angry Days and Citizens of London
 
“Neffinger and Kohut brilliantly illuminate how successful people negotiate possibilities and pitfalls to find success and avoid failure.”
—Liz Coleman, Bennington College President
 
“Compelling People, offers a wealth of practical approaches for understanding and improving how each of us presents ourselves to the world.”
—Cheryl Strauss Einhorn, Columbia Business School Adjunct Professor